A well-planned and well-executed management development program can lead to a more effective institution, to improved morale among employees, and to increased potential for employee promotability. However, a good program will never be a satisfactory substitute for the selection of good employees. (MLW)

This article seeks to find what the nine Regional Advisory Councils in England have done to implement the third ACSTT (Advisory Committee on the Supply of Training of Teachers) Report. The author examines the concept of restricted or extended levels of management training as perceived by the report. (Author/CT)

Briefly lists the major issues which will affect organizations in the 1980s. Also looks at an evolutionary adaptation of quality circles appropriate for management, the "verteam" or vertical team circle. (CT)

Industries are turning to higher education to deliver programs that would be prohibitively expensive to develop and academic institutions are responding with a willingness to shape a program tailored to industry's needs. (JOW)

The Perceived Task Complexity Measuring Instrument can be used as a management training tool and can provide managers insights into their job environments. (Author/MLF)

Reports the results of a survey of southeastern principals on their attitudes towards management. Compares the management technology of schools to that in private business. (Author/WD)

Managerial expertise is composed of seven skills: communicating, working with the team, leading, planning, organizing, directing and controlling, and managing personnel. The author describes several practical, hands-on exercises to develop and reinforce management trainees' potential in each of these areas of competence. (CT)

A program to develop managers for academic and research libraries is reviewed through the eyes of eight participants. Former interns relate their experiences and impressions while in the program and its effect on their professional careers. (RAA)

Principles of effective management commonly violated by educational institutions include: (1) unity of command; (2) division or specialization of labor; (3) delegation of authority; and (4) authority equal to responsibility. (JMF)

In a dynamic management development program, effective managers can be trained by other employees enacting the roles of coaches, sponsors, and mentors. By encouraging these relationships, the organization can produce better managers in a less random way. (SK)

Describes a program of outdoor adventure activities within which managers can develop their powers to cope with change and to solve problems. (SK)

Having identified the problem of managerial transition in a previous article (CE 510 277), the author outlines a strategy for change which includes performance appraisal, definition of the management structure, and counselling for the individual in transition. (SK)

Discusses approaches to management education and development, stating that organizational improvement is facilitated by working with managers rather than by teaching them in the traditional sense. The manager can develop only through his own experience and through the organizational processes of which he is a part. (MF)

Outlines the development of the program of an assessment center designed for use in management and trainee development. (Author/IRT)

Selecting managers with high leadership quotients is only part of an organization's task. Grooming managers for effective interpersonal functioning involves knowing what traits and skills are to be enhanced, and then designing programs which cultivate a deep understanding of human nature and of the self. (LRA)